Integrating the bright and dark sides of leadership: An investigation of the intragroup and intergroup effects of leader group prototypicality

Abstract Drawing on social identity theory, we present an integrative framework that simultaneously examines the beneficial intragroup effects and detrimental intergroup effects of leader group prototypicality. We use multiphase, multisource, multilevel data to show that leader group prototypicality strengthens group members’ group identification, which, in turn, drives group members to achieve better group performance and to show less engagement in intergroup citizenship behavior. Moreover, relative leader power influences the strength of the relationship between leader group prototypicality and its positive and negative outcomes. Implications for the leadership literature and management practices are discussed.